Strengthening the nursing and midwifery unit manager role: an interim programme evaluation

Abstract

Leadership programmes such as 'ttl' may provide an effective tool for improving N/MUM performance and role confidence.

The Evolution of World Health Organization's Initiatives for the Strengthening of Nursing and Midwifery

“…In different situations since the foundation of WHO, by way of its representative organizations, nursing and midwifery work to consolidate their central role as health professions. Thus, WHO and its international partners focus efforts on the visibility of nursing and midwifery services (Al‐Gasseer & Persaud, ), aiming to improve health care in accordance with the different countries’ characteristics and specific development needs (Clarke et al., ; Mendes & Marziale, ). Nursing and midwifery's conquests deriving from WHA's discussions and deliberations promote actions to develop effective and high‐quality health practices, as well as the education of future nurses and midwives, and the advancement of research in these areas, as highlighted in WHO's publication Strategic Directions for Nursing and Midwifery Services (SDNM), which presents strategic orientations for the strengthening of nursing and midwifery services for 2011–2015 (WHO, ).…”

“…This is the framework for the answers to the WHA resolutions, resulting in strategies that are intended to cope with the challenges of the professions, particularly the creation of the Global Advisory Group on Nursing and Midwifery (GAGNM) in 1992, which joins members from different countries and knowledge areas to enhance the progress of the professions according to the member states’ sociopolitical and cultural context (Thompson, ). The membership of the GAGNM includes representatives from entities like the International Council of Nurses (ICN), International Confederation of Midwives (ICM), Global Network of WHO Collaborating Centers for Nursing and Midwifery Development (GNWHOCCNM), and other nursing and midwifery organizations (Bradbury‐Jones, ; Clarke et al., ).…”

What is strategic management?

“…These include a strong indication that the role is a complex one with multiple components: the tension and potential conflict caused by the juxtaposition of two sets of values in the role of nurse manager (i.e. those values traditionally associated with nursing and those values traditionally linked with management) (Hewison & Stanton 2002, Crossan 2008; the need to meet the developmental needs of nurse managers in support of their middle management role (Hewison & Griffiths 2004, Clarke et al 2012; and the need to empower nurse managers and other middle managers to fulfil the role effectively. Carney (2009) indicates that there is a lack of awareness among nurse managers in relation to the strategic management of their organisations and suggests that nurse managers need to further develop their understanding and knowledge of the strategic management process and identify ways to influence their organisational strategy.…”

Management and education in nursing: common goals and interests

“…The professional development component of a nursing leadership programme (take the lead) was evaluated by Clarke et al. (2012).…”

“…The argument is made for facilitating nurses to cope with the conflicting demands of completing tasks, engaging deeply with learning and becoming empowered to develop professional and personally. The professional development component of a nursing leadership programme (take the lead) was evaluated by Clarke et al (2012). The findings suggest that the programme helped improve the Nursing and Midwifery Unit ManagersÕ self-confidence and self-esteem.…”